The Meanings and Dimensions of Culture and Managing Across Culture<br />Mike, Roy, and Tianfan<br />
What is Culture?<br />An acquired knowledge that people use to interpret experiences and generate social behavior<br />For...
Hofstede’s Model of Culture<br />The explicit artifacts and products of the society<br />The norms and values that guide t...
How do you Shake Hands?<br />American Style<br />Asian Style<br />European Style<br />
Discussion Question<br />In what ways can measuring attitudes about the following help differentiate between cultures such...
Dimensions of Culture<br />Hofstede<br />Power Distance<br />Uncertainty Avoidance<br />Individualism<br />Masculinity<br ...
Time and Environment<br />
Discussion Question<br />In what way is time a cultural factor? In what way is the need to control the environment a cultu...
Priorities of Cultural Values<br />Table 4-1<br />Priorities of Cultural Values: United States, Japan, and Arab Countries<...
Discussion Question<br />	Looking at the lists of these values for their respective countries what kind of managing styles...
Priorities of Cultural Values<br />Table 4-1<br />Priorities of Cultural Values: United States, Japan, and Arab Countries<...
Parochialism<br />	The tendency to view the world through one’s own eyes and perspective.<br />
Simplification<br />The process of exhibiting the same orientation toward different cultural groups.<br />
Discussion Question<br />In what way are parochialism and simplification barriers to effective cross-cultural management?<...
Case Study<br />Beijing, here we come!<br />
Doing Business in China<br />Technical competence<br />Time concept and reluctance<br />GUANXI! “who you know>what you kno...
About the Case <br />A Canadian toy company wants to invest in the PRC<br />5 year contract and the PRC will take control ...
Discussion<br />What is the likelihood that the Canadians will be able to reach an agreement with the mainland Chinese and...
So what about this…<br />As people engage in more international travel and become more familiar with other countries, will...
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  • Mike and Roy
  • Roy
  • Tianfan
  • Mike
  • Roy
  • Roy
  • Tianfan
  • Roy
  • Mike
  • Mike
  • Discussion
  • Tianfan
  • Mike
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  • Meeting 4 team a

    1. 1. The Meanings and Dimensions of Culture and Managing Across Culture<br />Mike, Roy, and Tianfan<br />
    2. 2. What is Culture?<br />An acquired knowledge that people use to interpret experiences and generate social behavior<br />Forms Values<br />Creates attitudes<br />Influences behaviors<br />6 Characteristics of Culture<br />Learned<br />Shared<br />Transgenerational<br />Symbolic<br />Patterned<br />Adaptive<br />
    3. 3. Hofstede’s Model of Culture<br />The explicit artifacts and products of the society<br />The norms and values that guide the society<br />The implicit, basic assumptions that guide people’s behavior<br />
    4. 4. How do you Shake Hands?<br />American Style<br />Asian Style<br />European Style<br />
    5. 5. Discussion Question<br />In what ways can measuring attitudes about the following help differentiate between cultures such as the U.S., Germany, and Japan?<br />Centralized vs. Decentralized Decision Making <br />Safety vs. Risk<br />Individual vs. Group rewards<br />High vs. Low Organizational Loyalty<br />Cooperation vs. Competition <br />
    6. 6. Dimensions of Culture<br />Hofstede<br />Power Distance<br />Uncertainty Avoidance<br />Individualism<br />Masculinity<br />Time<br />Trompenaar<br />Universialism vs. Particularism<br />Individualism vs. Communitarianism<br />Neutral vs. Emotional<br />Specific vs. Diffuse<br />Achievement vs. Ascription<br />Time<br />
    7. 7. Time and Environment<br />
    8. 8. Discussion Question<br />In what way is time a cultural factor? In what way is the need to control the environment a cultural factor?<br />
    9. 9. Priorities of Cultural Values<br />Table 4-1<br />Priorities of Cultural Values: United States, Japan, and Arab Countries<br /> United States Japan Arab Countries<br />Freedom<br />Independence<br />Self-reliance<br />Equality<br />Individualism<br />Competition<br />Efficiency<br />Time<br />Directness<br />Openness<br />Belonging<br />Group harmony<br />Collectiveness<br />Age/seniority<br />Group consensus<br />Cooperation<br />Quality<br />Patience<br />Indirectness<br />Go-between<br />Family security<br />Family harmony<br />Parental guidance<br />Age<br />Authority<br />Compromise<br />Devotion<br />Patience<br />Indirectness<br />Hospitality<br />Note: “1” represents the most important cultural value, “10” the least.<br />Adapted from Table 4-1: Priorities of Cultural Values: United States, Japan, and Arab Countries<br />
    10. 10. Discussion Question<br /> Looking at the lists of these values for their respective countries what kind of managing styles would managers from these countries have and why?<br />
    11. 11. Priorities of Cultural Values<br />Table 4-1<br />Priorities of Cultural Values: United States, Japan, and Arab Countries<br /> United States Japan Arab Countries<br />Freedom<br />Independence<br />Self-reliance<br />Equality<br />Individualism<br />Competition<br />Efficiency<br />Time<br />Directness<br />Openness<br />Belonging<br />Group harmony<br />Collectiveness<br />Age/seniority<br />Group consensus<br />Cooperation<br />Quality<br />Patience<br />Indirectness<br />Go-between<br />Family security<br />Family harmony<br />Parental guidance<br />Age<br />Authority<br />Compromise<br />Devotion<br />Patience<br />Indirectness<br />Hospitality<br />Note: “1” represents the most important cultural value, “10” the least.<br />Adapted from Table 4-1: Priorities of Cultural Values: United States, Japan, and Arab Countries<br />
    12. 12. Parochialism<br /> The tendency to view the world through one’s own eyes and perspective.<br />
    13. 13.
    14. 14. Simplification<br />The process of exhibiting the same orientation toward different cultural groups.<br />
    15. 15.
    16. 16. Discussion Question<br />In what way are parochialism and simplification barriers to effective cross-cultural management?<br />
    17. 17. Case Study<br />Beijing, here we come!<br />
    18. 18. Doing Business in China<br />Technical competence<br />Time concept and reluctance<br />GUANXI! “who you know>what you know”! Very Important!<br />#1 Priority=Personal well-being: think of Chinese negotiators as humans first<br />
    19. 19.
    20. 20. About the Case <br />A Canadian toy company wants to invest in the PRC<br />5 year contract and the PRC will take control of the plant after 5 years<br />This would allow for maximized profit <br />They were formerly contracted to a Taiwanese company which is becoming more expensive<br />They must renew before the end of 60 days<br />The contract there will be extended another 24 months if renewed<br />
    21. 21. Discussion<br />What is the likelihood that the Canadians will be able to reach an agreement with the mainland Chinese and not have to go back to their Taiwanese supplier?<br />Are the Canadians making a strategically wise decision in letting the Chinese from the PRC handle the manufacturing, or should they insist on getting more actively involved in the production process?<br />What specific cultural suggestions would you make to the Canadians regarding how to do business with the mainland Chinese?<br />
    22. 22. So what about this…<br />As people engage in more international travel and become more familiar with other countries, will cultural differences decline as a roadblock to international understanding, or will they continue to be a major barrier?<br />What are potential benefits of cultural differences within the globalized business world?<br />

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